What defines the character of the people who have entered the
work force over the past dec-ade? 9/11? The dotcom boom and bust?
Hip-hop?

None of the above. The correct answer is video games--the
phenomenon that both binds together this generation and separates
it from its baby-boomer forebears, says Mitchell Wade, co-author
with John C. Beck of Got Game: How the Gamer Generation is Reshaping
Business Forever. When you can't figure out how to
motivate, compensate or manage someone under the age of 35 or so,
he suggests you ask yourself whether a difference in childhood
rec-reational activities has something to do with it.

People who grew up playing video games have several distinct
characteristics that savvy employers should be aware of, says Wade.
First, drop biases about gamers as socially isolated
thrill-seekers. In fact, gamers are good at puzzles, excel at
risk-reward calculations and are highly achievement-oriented.

Make your gamer a team leader--they value collaboration and
understand how to communicate with others. Have a challenging
assignment? Give it to a gamer. Their experience with complex games
leads them to accept and expect some failures--but they also expect
to ultimately win.

Youthful gamers can often be hired at lower wage rates than
older workers. But they expect big rewards for the value they
create, so err on the generous side when setting gamer pay and
perks.

Most important, keep an open mind. "It's easy for a
baby boomer to look at this age group and see spoiled
slackers," Wade says. "But they are extremely serious
about achieving in their professional careers."